Sports Leadership & Administration

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Transcript of Sports Leadership & Administration

19952000201019902005Sports Leadership & AdministrationThe nature of administration and management in sport organizationPublic relations, partnerships, marketing, and promotion in sport management and physical educationManagement functions in sport organizationFinancial management in physical education and sportCommunication and motivation in sport managementPurchasing, maintenance, and security management in sports and physical educationHuman resources in sport management and physical educationHowon Jeong1. Learning ObjectivesState why a student of sports management or physical education should study administration, and access the benefits and problems associated with administrative positionEstablish the need for an administrator to be guided by a philosophy, and the importance of ethics in administrative decisions in physical education and sportDescribe the traditional types of administrators and how each functionsCompare the qualities or skills that will enhance one's chances of being selected for an administrative position, and those necessary for sustained successIdentify how the student of sport management or physical education should start preparing for future administrative posts and what the duties and roles will be in these positions2. Importance of administrationExperience shows that the critical factor in promoting excellence in the administration of physical education and sports programs has been the quality of the head administrator. So the quality of the program follows the leader in administration.3. Leadership and administrationInvestigate the structure of organizations which you want to work near the futureWhat is the leadership & administration in sports organization?4. Why study administration?Even in their first position, persons in physical education or sport find themselves trust into a administrative situation. The better teacher's or coach's understanding of the system from the administrative perspective, the more efficiently he or she will be able to function within the system and in working with administrator.Common administrative duties of many teachers/coaches/marketers

Directing intramurals of recreational sportsManaging swimming poolParticipating in parent conferencesWriting standard operating procedures of policy statementsServing on commodities........................5. What are the pros and cons of becoming an administrator?Increased financial rewardsProfessional prestigeSocial prestigeProfessional challengePersonal powerProfessional achievementOpportunity to effect positive changeAssociation with other high-quality leadersPositive intrinsic psychological rewardsOpportunities for advancementAdvantages5. What are the pros and cons of becoming an administrator?Pressures of in sufficient time to accomplish tasks and long work hoursLoss of personal relationships with studentsReduce time for research and teachingPressure of responsibility for programs and personelChanges in personal associations with faculty and coachesPressure of professional and public scrutiny of decisions and programsLack of job securityLoss of personal timeDisadvantages6. Philosophy and administration(1) Idealism(2) Realism(3) Pragmatism(4) Existentialism(5) Eclecticism7. EthicsEthics tell people how they ought to act. Sport managers must make concrete moral decisions, often under circumstances that are unclear.Values is something one believes to be desirable, important, and worthwhile. Values can also be positive or negative- good or bad.Morality teaches people to understand and apply standards from a personal moral point of view as well as to adopt norms for society at large.Situational ethics or ethical relativismIn practical terms, ethical theories or ethical decision rules result in common maxims such as following:

(1) Act unto others as you would want them to act to you(2) Act to cause the greatest good for the greatest number(3) Act in such a way that the action taken under the circumstances could be a universal rule of behavior(4) Take only actions that would be viewed as proper by impartial professional colleagues(5) Act in such a way that the actions could be defended comfortably in front of a national audience8. Types of administrations1) Laisses-faire: let alone2) Autocratic or authoritarian3) Democratic4) Eclectic9. Qualities and skills required for leadership(1) Visibility(2) Whom you know, or friends in the right places(3) Image(4) Enthusiasm, energy and a positive attitude(5) Assertiveness(6) Academic record(7) Personality and sensitivity1) Qualities and skills that can enhance one's chances of being selected for administration2) Qualities and skills important for long-term success of a leader(1) Human relations competencies(2) Communication competencies(3) Creativity, flexibility, and vision(4) Mental quickness(5) Reliability and courage(6) Enthusiasm and vitality(7) Professionalism and technical skills1. Learning ObjectivesDemonstrate through illustrations or descriptions traditional and futuristic organizational structure for physical education and athletic department and sport organizationDescribe the relationship of various methods of organizing personnel to function more effectivelyCompare and contrast McGregor's theory X and theory Y, quality circles, and theory Z as they apply to sport managementDescribe total quality management and give examples of how it could be adapted in sport management situationsCompare and contrast the various types of "power" in personal relationshipDescribe leadership behavior of administrators in physical education and sport in theory, modeling, and decision makingUnderstand the dynamics of supervision in sports management2. OrganizationThe term organizational structure is used here to define the manner in which the tasks of a sport organization are broken down and allocated to employees and volunteers, the reporting relationships among these role holders, and the coordinating and controlling mechanisms used within the sport organization3. Organization theoryViews differ not only on basic organizational structure but also on how the entity should be organized with respect to function and operation.3-1. Theory XMost workers are lazy and prefer to be told what to do. Further, theory X administrators believe that staff tend not to assume any more responsibility than necessary and prefer safety and security above all else. Obviously, this type of executive requires a tight auto cratic structure to supervise employees directly, and the staff need to be consistently pressured to maintain adequate performance.3-2. Theory YTheory Y management emphasizes the independence, responsibility, and growth of individuals in organizations. This view holds that the teachers, coaches, sport business employees are basically self directed and can be highly self motivated.ComplexityCentralizationFormalization3-3. Quality circles in sportsThe quality circle philosophy seeks to enhance mutual respect, open communication, and trust within the group and throughout the organization. Quality circles are small groups of individuals who have similar functions and meet regularly, usually one hour a week, to identify and solve common problems.

The Best ideas for operating or changing an educational program come from teachers or coaches-not from the administrators.3-4. Theory ZThe whole staff would share in establishing goals and objectives. To successfully implement a theory Z, administration and employees must trust one another, and the staff must have the best interest of program at heart. All employees would also need to become knowledgeable about the resources and problems of whole organization.3-5. Total quality managementTQM is a process of continuous improvement that is focused on responding to customer needs, basing decisions on data, and allowing everyone to participate in the process.4. PowerThreat powerExchange powerPower through integrationReward powerCoercisive powerLegitimate or authority powerReferent powerExpert power5. LeadershipAuthorship - a sense of pride and satisfaction felt when something unique is createdLove - the caring or a person's compassion and concern of otherPower - the capacity to make a difference and to have an impactSignificance - the dual aspects of importance and meaningfulnessInformative powerGroup powerDiversityEmpowermentVision6. Change and InnovationEstablishing a sense of urgencyForming a powerful guiding coalitionCreating a visionCommunicating the visionEmpowering others to act on the visionPlanning for and creating short-term winsConsolidating improvements and producing still more changeInstitutionalizing new approaches7. Decision makingConflict - vigorous debate and cognitive conflict

Consideration - all must recognize and believe that all views were entertained

Closure - becoming adept at knowing when to end deliberations8. SupervisingExercise....1. Learning ObjectivesIdentify the barriers to effective organizational communicationDescribe the components of effective communicationExplain the importance of nonverbal communicationBecome acquainted with written communication needs in sport administrationLearn the essentials of leading meetingsReport various strategies that could be followed in motivating staff members to achieve higher performance2. CommunicationEffective communication in organizations has produced the following definitions:

1) Keep people informed2) Encourage people to express their ideas3) Listen for understanding4) Be honest10 ways to achieve better communication:

1) Understand the purpose of communication-it is designed to achieve a goal2) Encourage internal customers to get together to discuss the issues3) Gather additional input4) Identify your audience5) Create "key messages"6) Develop a timeline- in what order do your audiences need to know information?7) Develop a plan8) Start on the inside of the organization first9) Use multiple tools, multiple times10) Think circular-start with the end in mindThe basic components of communication incorporate the following elements:

1) Originator-the translation of an idea, thought, or description into symbols to convey intended meaning2) Encoding-finding the right symbols, which are most frequently words3) Channel-sending a message by speaking, writing, or gesturing4) Receiving and decoding-for communication the message must be received and then decoded by giving meaning to the message5) Feedback-an acknowledge that the message was received, such as nod, frown, statement, or question1) One-way communication down

4) Policies and procedures2-3. Innovative communication enhancers1) Define the purpose2) Capitalize on what groups do best3) Rewrite the meeting agenda4) Avoid common tasks5) Eliminate unproductive groups6) Define appropriate topics for the size of the group2-4. Leading the meetingsthe willingness to exert a persistent and high level of effort toward organizational goals, conditioned by the effort's ability to satisfy some individual need3. Motivation1. Learning ObjectivesApply equal opportunity employment and affirmative action concepts to physical education or athletic personnel actionsDemonstrate effective interviewing skillsRelate humanistic personnel relations to administration in physical education and sportOutline modern applications of supervision, staff development, and time arrangement to physical education and sportExplain the relationship between stress and teacher, coach, and administrator burnout and how each can cope with strees to prevent it.2-1. Equal employment opportunity(EEO)Equal employment opportunity means that everyone has an equal chance for employment based on qualifications. Discrimination based on race, color, religion, sex, national origin, or handicap is prohibited. This concept also applies to training, promotion, position assignment, benefits, discipline, and discharge as well as initial recruitment and employment.Affirmative action goes beyond EEO because it requires that employers make an extra effort to attract, employ and promote members of minority groups. Affirmative action means to act, rather than to merely react, to minority employment. Affirmative action may be defined as a proactive process of evaluation and corrective action to eliminate past and future discrimination2-2. Affirmative actionMany social scientists agree that we stimulate higher achievemnet and enrich lives where diverse groups work together. Most institutions in higher education are striving to maintain a diverse faculty and student body.Problems have emerged, however, when either staff or students are employed or admitted who don't have adequate preparation or skills to succeed. It would appear that the solution is to provide special training for these employees or students so that diversity can be maintained.2-3. DiversitySome may argue that if discrimination is wrong, then reverse discrimination must also be wrongVoluntary methods have not worked, so this proactive system is necessaryAffirmative action is intended to ensure that the best, most qualified person is employed, regardless of gender or race2-4. Justice for all or preferences for someGuidelines require an employer to perform a work analysis to determine if any minorities of women are being under-utilized in a group of jobs with similar duties. The key is to determine under-utilization having fewer persons in a specific type of position than would be expected by their statistical availability2-5. Affirmative action guidelinesList questions should be asked in a interview for recruiting a new trainer2-6. Employment application form or verbal questions that may be considered unlawful discrimination2-7. The successful interview from the candidate's perspectiveTo be a leader in human relations, one must balance being responsive to a business's goals and objectives and remaining an advocate for the needs, feeling, and desires of the staff3. Personnel services3-1. Human relationsEncoding skills-being personalDecoding skills-getting into the other person's worldCybernetic skills-communicating through body, eyes, word....Channel skills-setting appropriate mood, tones, and atmosphereConfrontation skills-placing issue out in the openHave a teacher and coach from one school visit another to tell and show how we do itHave a particularly strong teacher put on a clinic for the teachers and coaches in the same schoolBring specialists in from the central office of a large system, state office, or a collegeSchedule group projects so that every teacher and coach is responsible for researching a specific part of the programArrange to visit other schools or special center; employ substitute teachers to cover classesArrange after-school or night courses at the school itselfRotate equipment or materials among appropriate personnelAttend workshops and conference3-2. Staff developmentImage that a situation that a conflict might stem from an individual or between individuals3-3. Conflict resolutionGuidelines to travel from discord to harmony 1) Always keep your door and mind open 2) Hold regular meetings 3) Become a good listener 4) Empower your personnel 5) Provide adequate training 6) Create a policy guideStress can be best understood as a discrepancy between the perceived demands of a situation and the perceived abilities to cope with and adapt to those demands.

Burnout is one negative response to stress. It is a multidimensional syndrome characterized by feelings of emotional exhaustion and depersonalization and a reduced sense of personal accomplishment about one's work4. Stress and burnout1. Learning ObjectivesDefine public relation(PR) and common terms associated with itDescribe the scope and importance of PR in physical education and sport and how a PR assessment could be completedRelate the principles and guidelines of PR to physical education and sport managementDifferentiate product, price, place, and promotion within the marketing mixDescribe examples of partnerships in sport and physical educationIdentify effective means of improving concession operations and profits at the institution you are attendingIdentify examples of PR programs in physical education, sports, or fitness centers2. Elements of public relationsA good PR program depends on systematic and purposeful evaluation of public attitude. The relevant in-depth data are developed by skilled experts using appropriate instruments and methods. A public relations program should be active, centered on the public interest, and, if the organization is large enough, carried out by quality practitioners.A PR audit is an examination of the program, its objectives, and results to determine how various constituencies feel about the program and what they know about its accomplishments.

Audits have the following four general categories: (1) identifying the relevant public, (2) determining what these public think of the organization, (3) measuring what the public believe are important issues or concerns, and (4) evaluating the public as to their importance and power.2-1. The PR auditOnce the audit has been completed, you must integrate the audit with strategyPublic relation in industry vs. sports2-2. Public relations: scope and importance1. The foundation of a successful PR is an excellent program2. PR must be based on the truth and the premise that the public has a right to be informed about the programs3. PR programs must be continuous4. A major responsibility is to represent the physical education and athletic programs to the public-to be an advocate and spokesperson5. The PR program must be based on two-way communication6. The PR program must explore the use of all forms of media and communication avenues7. Positive human relations must be developed for a PR program to be successful over the long term8. Define the particular public groups whose opinions affect the program and structure the PR program to reach them2-3. Principles and guidelines for public relationStrategic sport marketing is the process of designing and implementing activities for the promotion and distribution of a sport product or service to the consumer, the result of which satisfies the consumers' desires and the organization's objectives3. Marketing sport and physical educationExecutive summaryIntroductionSituational analysisCustomer analysis and Target market identificationGoal and objectivesStrategy and tacticsImplementation and controlSummary3-2. Marketing plan outlineProductPricePlacePromotion3-3. Marketing mixexamples of partnerships, sponsorships, and fund raising in sport and physical education4. Partnerships, sponsorship and fund raising1) assessment: to conduct a thorough assessment of the situation2) alignment: the process whereby all constituencies are brought together "on the same page". The is critical to ensure that all PR, communication, and promotional activities are consistent across the organization3) Design: a campaign that brings all of elements together4) Activation: setting a time line and checking to ensure that all activities are on track and operating according to the designed plan5) Measurement: not only aids in identifying issues with the existing campaign, but also provides feedback for future adjustment to PR, communication, and promotional activities3-1. Marketing1. Learning ObjectivesPrepare an athletic or physical education budgetDefine and use appropriately the terms common to school financial managementDescribe the ways in which educational accounting is more complicated than simply reporting and recording figuresCompare and contrast the accounting system object, function, and program recordingDescribe the purposes, principles, and steps of bugetingDiscuss the options of the physical education or athletic administrator in the event of an immediate financial need2. Common financial termsAccount - a financial record containing information about transaction related to expenditures, receipts, assets, fund balances, and liabilities

Accrual accounting - a system in which revenues are recorded when appropriated rather than when received, and expenditures are recorded when ordered, rather than when received and paid forCapital outlay - an expenditure for property or equipment that has permanent use and value such as land, buildings, permanent equipment, and fixtures

Contingency fund - funds and other resources held in reserve within each budget year to provide for unforeseen problems or emergencies, or for anticipated expenditures of uncertain amountsContractual services - services performed on order under an agreement with an outside organization for a set free, such as paying a fee for an equestrian center to provide horseback riding lessons for physical education classes(Outsourcing)

Credit - An increase in funds usually listed on the right side of an account, or a deduction from an expense account

Debit - A decrease in revenue or net worth usually listed on the lift side of the account, or an addition to an expense accountDebt service - Expenditures to retire debts or to pay the interest costs of loans

Direct costs- costs related to a specific program or group of programs

Discretionary funds - money for incidental expenses raised from governmental sources, such as donations or fund-raisers, to be used at the discretion of the custodian of the accountExigency, financial - an immediate financial need in which action must be taken to reduce expenditures, such as a decree by the board of education to reduce the total budget by 20 percent

Expendable outlays - Equipment and supplies that have a short life and low cost per item. They include such equipment as balls and uniforms, and supplies such as paper and fertilizer

Fiscal year - any one year period at the end of which the school or athletic program closes its books and determines its fiscal condition. In most schools and colleges, the period runs from July 1 through the the end of June.Petty cash - A small fund, frequently a maximum of $100, available for paying modest obligations: usually under $25, for which issuing a formal purchase order would be time-consuming and expensive

Purchase order - a written request to order the purchase of material or service at a price outlined in the document

Reserve fund - a fund that remains on the hold from one budget year to the next which is invested and thus continuous to grow. This fund is used for major or unforeseen calamities such as a natural disaster that destroys a gymnasium. This is sometimes merged with the capital fundSinking fund - a fund that is used to liquidate an obligation, usually with payments on a scheduled basis to complete the payment at a specific timeAppropriation - The amount of funds, according to the budget, set aside in an account and authorized to be expended during the year for a specific purpose

Auditing - an official examination and verification of accounts to determine whether an agency has spent, or is spending, appropriated funds in accordance with the budget

Budget - a statement of the estimate of receipts and disbursement for a period of timeFixed charge - A financial obligation of a recurring nature incurred at a fixed rate which appears as overhead such as rent, insurance, utilities, and contributions to employee benefits

Indirect costs - costs that are not directly associated with a specific program, such as overhead or general support

Managerial accounting - the system that includes cost accounting and the generation of information for decision-making using accounting data1. Learning ObjectivesDemonstrate how to properly identify equipment needs in physical education and athleticsDescribe the entire purchasing process, including the pros and cons of central versus individual purchasing and of direct and bid basis purchasingWrite a specification for an item of equipmentOutline a system of receiving, labeling, inventorying, storing, and issuing equipmentReport special concerns related to the purchase and maintenance of major items of equipment, such as uniforms and ballsDesign security systems for physical education and althetic facilities2. PurchasingStandardize QualityPrompt paymentEarly-bird orderingPrefessional and personal relationships with vendorsBusinesslike approachQualityPriceService2-1. Equipment needs based on programcharacteristics of programs2-2. Equipment needs based on inventoriesThe perpetual inventorythe perodic inventorythe in-stock inventorythe in-use inventorythe projected needs inventoryBar-cording3. The purchasing process1. The need must be established2. The immediate supervisor is consulted3. A requisition is completed and signed by the designated authorities4. Appropriate authorities act on the requisition by rejecting, adjusting, or approving it as written5. Consider a direct purchase from a suitable vendor or the bidding6. A purchase order7. A voucher8. Checking and inspection9. Paying4. Case IHow to maximize revenues of the fitness center in A Hotel?5. Case IIBuild the purchasing plan of equipment for the next year!Human Resource: 5Time available: 3 months